Procuring an HR system: what to expect?
Selecting a new HR system is already a challenge. But when you have to procure it through a tender process, a lot comes your way: regulations, deadlines, evaluation agreements, and dozens of documents. How do you keep track of the entire process? And ensure the outcome aligns with your HR goals? Digital HR consultant Annemiek Schriever regularly guides government organizations through HR system tenders. She walks you through 7 steps.
Why procuring an HR system requires so much preparation
A tender is designed to make the purchase of systems and services by government organizations careful and verifiable. You deal with fixed timelines and evaluation agreements, and you must document all your choices in writing. Plus, there are now more parties offering the same HR software. This makes it harder to differentiate between bids.
Procuring a new HR system demands not just legal precision, but above all a solid understanding of what you want to achieve as an organization. Only when that ambition is clear can you determine the requirements and wishes that go with it.
Step 1 – Start with your HR ambition
Before you start planning, one thing needs to be crystal clear: what do you want to achieve with a new HR system? Do you want to streamline processes, offer employees more self-service options, or gain better control through data? That ambition sets the direction for the entire tender. An organization focusing on strategic HR policy sets different requirements than one mainly looking to simplify administration. So take the time to talk with the people who know what they're talking about. HR understands the daily reality, IT knows what's technically possible and necessary, and procurement oversees the procedure and tender rules. Together, you lay the foundation for a tender that not only meets the law but also your strategic goals.
Step 2 – Choose the right tender procedure
Do you already know which procedure to follow? It depends on the total value of what you're buying. In short: the purchase, setup, and maintenance of the system over several years. For lower amounts, you can approach one or a few parties directly (private tender). If the amount exceeds the prescribed thresholds, the procedure must be public: national or even European. In practice, an HR system almost always ends up as a national tender. Costs for licenses, setup, and maintenance over the full term add up quickly. Plus, you want to compare multiple providers so your final choice is well substantiated.
Step 3 – Research the market before you start
Not exactly sure what you're looking for? Then a market exploration is the right prep step. You ask suppliers to think along about what's possible and roughly what it costs. This way, you discover available solutions and where the differences lie. A market exploration helps you set realistic requirements. You avoid asking for something that's functionally or technically impossible, or thinking too narrowly. It also gives you a feel for the market: which systems are widely used, and what developments are happening?
Step 4 – Carefully develop your procurement strategy and guidelines
With a clear picture of what you want, you can get to work on the procurement strategy and tender guidelines. These are the documents where you describe what you're looking for, how you'll evaluate providers, and the process timeline. In addition to the guidelines, distinguish between requirements and wishes. Requirements are hard conditions: anyone who doesn't meet them is out. Wishes earn points and help you pick the best party. The sharper you describe what's important, the easier evaluation will be later. Besides the guidelines, the tender includes multiple appendices, like process descriptions, security and privacy requirements, and pricing models. Everything needs to be content-wise consistent and aligned.
Step 5 – Publish on time and stick to your schedule
Once the documents are ready, publication follows on TenderNed or Mercell. From that moment, the clock starts ticking, and interested HR system providers can respond to your tender by asking clarifying questions. The timelines are fixed and non-negotiable. For example, there must be at least two weeks between publication and the first question round. Then come set periods for answers and possibly a second question round. Shorter isn't allowed; providers need enough time to respond, or they can object. Longer just slows the process unnecessarily. Tight scheduling is crucial. Make sure the right people are available to answer questions and process changes. One missed deadline can push the whole timeline back by weeks.
Step 6 – Evaluate not just the software, but the partnership too
After the closing date, evaluation begins. Procurement first checks if formal requirements were followed, then you assess the content: demos, user tests, implementation plans. Important: the tender isn't just about technology. More organizations are looking at partnership with the supplier. Beyond classic SLAs, which cover availability and response times, you're seeing more XLAs: experience level agreements. These focus on user experience and partnership quality. How quickly are questions answered? How does knowledge transfer go? How do HR staff experience support? Such agreements help you choose a supplier who not only delivers the software but truly fits your organization.
Step 7 – Award and transition to implementation
After evaluation comes the provisional award: the supplier with the highest total score is selected. Then starts the so-called Alcatel period of twenty days, during which other providers can object. No objections? The award becomes final, and implementation can start. That wraps up the tender, but the project is far from over. The real work begins: translating agreements into practice, with clear roles, expectations, and a realistic timeline.
Not an obligation but an opportunity
A tender can sometimes feel like a mandatory exercise, but it's mainly a chance to realize your HR ambition. Prepare the process well, and you'll stay in control while making deliberate choices about strategy, partnership, and quality. An external expert can help: from sharpening your ambitions to drafting and publishing the right documents and handling evaluation. This turns a formal process into a practical step toward an HR system that moves your organization forward.
Need help procuring your HR system? Looking for extra (temporary) expertise? The worldofwork™ team is happy to think along. That way, you always make a success of your HR transformation, within your resources and budget.
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